Embed Size (px)
Citation preview
Don’t Overcomplicate Your Strategic Plan
Karen S. Fiano, Pharm.D., BCACP, BC-ADM
Assistant Dean, Assessment & Accreditation
Nova Southeastern University
[email protected] @sandok03
Alejandra Zertuche
Enflux CEO
Objectives
1. Define the elements of an effective strategic
plan and strategic planning process.
2. Explain barriers and challenges to development
of an effective strategic plan.
3. Discuss strategies to create and foster a
dynamic strategic plan that leads to
organizational impact.
Poll Question #1
▪ What is your primary role at your
institution?
A. Assistant or Associate Dean
B. CEO Dean
C. Faculty with additional administrative duties
D. Faculty without administration duties
E. Staff
F. Other
Poll Question #2
▪ Select the statement that best describes the experience
with strategic planning at your institution:
A. We are in the planning phase for a new strategic plan.
B. We recently (< 1 year ago) implemented a new
strategic plan.
C. We implemented our strategic plan 1 to 3 years ago and
our in the process of monitoring its progress.
D. We are towards the end of our strategic plan cycle (3 to
5 years).
E. Our strategic plan is probably in someone’s desk
and hasn’t seen the light of day!
A Strategic Planning Story
New Assistant Dean for Assessment & Accreditation
The moment you realize you have 106 metrics that haven’t
been collected…
Defining a Strategic Plan
▪ “A systematic process through which an
organization agrees on – and builds commitment
among key stakeholders to – priorities that are
essential to its mission.”
▪ “A formal process designed to help an organization
identify and maintain optimal alignment with the
most important elements of its environmental set.”
Citation #2 and #3 from Jasti 2019 AJPE
Why Do We Need Strategic Plans?
• ACPE 2016 Standards – Standard 7
(Strategic Plan)
• Resource allocation to achieve
organizational goals/initiatives
• Employee & stakeholder engagement
in shared mission/vision
• Provide a framework for achieving
competitive advantage
Pharmacy is in a VUCA World
Institution
Divided political climate
Declining enrollment
Covid-19
Technological advances
New models of higher education
Rapidly evolving
profession
“So, it’s time for another strategic plan…”
▪ “That is not an objective, it’s a goal! No, it’s an initiative.
No, it’s an imperative…No, it’s a project…No, it’s a task!
▪ “There is no point in planning. We have no money.”
▪ “If this plan isn’t going to say something about my
department expanding, then I don’t want to be a part of
it.”
▪ “You can’t measure that. I know it’s the right thing to
do, but there is no way to measure that.”
Soliday J & Mann R. Surviving to Thriving: A Planning Framework for Leaders of Private Colleges & Universities. (2018) Advantage Media Group, Charleston, SC.
Strategy vs. Planning
Strategy
Mission
Operational Plans
Link between mission and the realities of the external, competitive marketplace
About choices associated with organizational direction
Best Practices
▪ There is no one right way to
produce a strategic plan!
▪ Don’t get hung up on terms
– Key performance indicators
(KPIs)
– Metrics
– Objectives and Key Results
(OKRs)
– Goals, objectives, etc.
Best Practices
Mission/Vision
Strategic issues
Deliberate/Intended Strategies
Ongoing – Strategic Programming (Goals, Action Plans, Tactics)
Strategic Learning and Strategic
Thinking
Gap Analysis
Benchmarking
Emergent StrategiesUnintended
strategies due to a learned pattern of
behavior or unforeseen events
Environmental Scan and SWOT
Image adapted from Lerner AL. A Strategic Planning Primer for Higher Education. (1999) Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.498.7012&rep=rep1&type=pdf
Best Practices
▪ Vision and Mission
▪ Environmental Scan
– Analyze external and internal environment
– SWOT analysis
▪ Gap analysis
▪ Benchmarking (peers & aspirational peers)
▪ Strategic Programming
– Goals
– Action plans
– Tactics
Lerner AL. A Strategic Planning Primer for Higher Education. (1999) Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.498.7012&rep=rep1&type=pdf
Best Practices
▪ Emergent strategies
▪ Evaluation of strategy
– Measure performance at least annually
– Other models recommend quarterly
▪ Additional considerations in higher
education
Lerner AL. A Strategic Planning Primer for Higher Education. (1999) Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.498.7012&rep=rep1&type=pdf
The Process of Strategic Planning
▪ Pull together a diverse group to make up your planning team
▪ Allow time for big picture thinking
▪ Get buy in
– Participatory planning (faculty & shared governance)
▪ Think about execution before you start
▪ Allow open discussion & exchange of ideas
▪ Make your plan actionable
▪ Don’t set it in stone
▪ Alignment
▪ Clarity – can you boil the plan down to a one-page
infographic?
Kim Perkins. The Top 10 Strategic Planning Best Practices. (2015). On Strategy Resources. Available at: https://onstrategyhq.com/resources/the-top-10-strategic-planning-best-practices/
Audience Discussion
▪ What strategies have worked well at your
institutions for strategic planning?
▪ Did those focus more on process/planning
or on developing strategy?
Strategic Planning at NSU COP (2016-2020)
External consulting group to gather extensive faculty and stakeholder
input
Mission, Vision, Strategic Priorities approved by faculty
Developed action steps, performance
indicators, and assigned
responsibilities
Action teams of faculty assigned to each priority area
And Go..!
Appreciative Inquiry Model
NSU COP Strategic Plan
NSU COP Strategic Plan – Sample Goals
Strategic Priority Area Example Goal(s)
I. Visionary Education 1. Forge pedagogical innovation2. Implement new Pharm.D. Curriculum
II. Changing the Practice 1. Collaborate with professional association(s) and other Colleges of Pharmacy
2. Develop opportunities for student and faculty involvement in advocacy
III. Research and Graduate Education 1. Increase success in research funding2. Career development for faculty &
students
IV. Globalization 1. Develop global collaborations in practice and research
2. Promote innovation in the Advanced Standing Pharm.D. pathway
V. Effective Leadership & Embracing People 1. Promote strong succession planning2. Enhance Dean’s advisory board
Barriers & Challenges
▪ Execution of the plan
▪ Monitoring not charged to a specific college
committee (leadership vs. assessment)
▪ Lack of annual reporting on progress
▪ Turnover and change in administrator
responsibilities
▪ New curriculum initiated in Fall 2018
▪ Covid-19 pandemic
KPIs and Metrics
▪ 113 total KPIs
▪ Challenges with measurement (value and
feasibility must be considered)
▪ Overlap in metrics for certain
goals/strategic priority areas
▪ Not aligned with usual data collection
processes
Example Objective #1 – Collaborate with professional associations and other Colleges/Schools of Pharmacy
Outcome
Number or Percentage (%) of Cop Faculty and Students who are members of a professional association
Partially met
Number or Percentage (%) of COP Faculty and students who hold leadership roles in a regional, national, or international professional association
Met
Number of practice-related publications and presentations by COP Faculty/Students
Unknown/Needs Revision
Number of interprofessional collaborations involving COP Faculty and Students
Unknown/Needs Revision
Final Achievement of KPIs Priority Area 1
Priority Area 2
Priority Area 3
Priority Area 4
Priority Area 5
TotalN (%)
Total Number of KPIs
22 13 31 16 31 113(100%)
Outcome Met & Ongoing
12 0 9 13 10 44(39%)
Outcome Met 2 6 1 0 4 13 (12%)
Outcome Partially Met
7 3 10 1 5 26 (23%)
Outcome Not Met 0 4 5 2 10 21 (19%)
Outcome Removed 0 0 1 0 2 3 (2%)
Outcome Not Met & Ongoing
1 0 5 0 0 6 (5%)
Next Steps and Moving Forward
▪ Strategic Plan Report (2016-2020) approved by faculty in July
2021
▪ New Mission and Vision established (Spring to Summer 2021)
▪ Strategic Planning Retreat 7-23-21
– Senior leadership team
– Faculty representatives from each department
▪ Open discussion to develop strategic priorities and focus areas for
the college
▪ Another meeting scheduled end of September
▪ Develop committees (students, faculty, staff, external
stakeholders) to select objectives and key results
Next Steps and Moving Forward
▪ Monitoring of Strategic Plan has been charged
to Assessment Committee as standing charge
▪ Adopted use of Enflux in Fall 2020
– Curriculum Quality dashboards
– Strategic plan dashboard
▪ Facilitate annual reporting on Strategic Plan
(“State of the College” address)
The Easiest Way to Activate and Manage your Strategic Plan
Decision Support Platform that Centralizes Data and Processes for Assessment, Accreditation, and Strategic Planning
Enflux
Enflux
Demo
Enflux
▪ Obtain access to internal and external actionable
insights
▪ Create measurable action plans
▪ Receive relevant email notifications
▪ Monitor real-time progress, detect deviations or
challenges and take action.
▪ Align Strategic Plan to the University’s mission,
vision, and values, and accreditation standards.
Final Thoughts/Questions
▪ How can we better engage faculty in
speaking to how their daily work
contributes to strategic plan?
▪ How can we better communicate the
strategic plan to stakeholders
(students, alumni)?
▪ How do we allow our plan to be
dynamic and not set in stone?
Adaptability is needed in today’s
rapidly evolving environment…
Questions/Discussion
